Perhaps your organization is being impacted by one of these factors, but an assumption is that a combination of these factors is having an impact on  your company.  It is during these times that ambiguity increases despite well-intentioned efforts to prevent otherwise.  One of the things that we as leaders need to focus our efforts (both individually and collectively) is on continuous communication and feedback. 

The danger of organizational ambiguity can have profound impacts, which  contribute to the factors mentioned earlier and taken together result in organizational politics.  Organizational politics itself manifests within our employees in the form of  stress, intentional and unintentional discrimination, and at the extreme, turnover. 

Thus feedback should consider multiple formats addressing areas to include employee performance, organizational direction-visioning, and business goals.  Your key objective as a leader is to maintain or improve performance so that your organization maintains or ideally improves effectiveness and its ability to  accomplish its organizational objectives.  Presented below are three ways to enhance feedback and create an open-feedback culture that ideally will increase morale, diminish the impact of organizational politics, and contribute to increased profitability, readiness, and affiliation with organizational citizenship behaviors (OCBs):

1.  Ensure employees have access to relevant information regarding their performance.  This includes, but certainly not limited to individual efforts within the context of accomplishing organization, unit, division and department objectives.  With this access, senor leaders, managers, and supervisors should encourage open dialogue on not only the importance of the job, but how an employee’s job performance can improve at the individual level and mapping the linkage to organizational performance. 

2.  Provide informal and formal feedback outside of performance appraisal interviews.  As I persistently state within blogs, lectures, round tables, etc. is that performance discussions should not be limited to appraisal feedback sessions.  When you, as a leader, take the time to discuss employees’ performance in settings outside of performance appraisal review sessions and interviews, you are increasing trust-building and decreasing the impact of perceived organizational politics.  

3.  Discuss importance of job performance, teamwork, and feedback as it relates to desired OCB.  Integrate what your organization stands for as often as possible.  Your goal is to impact the subconscious work efforts of employees to align their behavior with organizational goals – that is always the number one objective.  Once your employees understand how their work behavior/performance outcome contributes to the organization’s ability to accomplish its objective, you have again decreased ambiguity and set a clear standard of performance. 

In the end, you, as a leader, must exercise the behavior and activities associated with transformational leadership during difficult times.  These are difficult times at some level and through your consideration of employees’ perceptions, beliefs, and attitudes as it relates to their job, job performance, job accomplishment, and job security, you will go a long way in enhancing organizational performance through increased productivity  and morale while at the same time create an atmosphere conducive to feedback, information sharing, and building trust.

But the bigger question is how prepared were you and your organization for the conditions we now find ourselves faced?  Many reacted fairly quickly through various tactics that included hiring “freezes”, carefully orchestrated down-sizing, furloughs, etc.   Perhaps the biggest lesson we learned as HR business professionals is that we are not immune to ensuring we have an effective, proactive risk management plan in place to decrease the impact of the unknown, while also ensuring we are prepared for events that have a high probability of occurring.  I am not going to get into probability or statistics, but the point is this: We must ensure that our HR risk management planning and implementation processes are vibrant and continuously adjusted minimizing the impact of unforeseen, high-risk, high-impact events.  Furthermore our HR risk management planning must effectively integrate with the overarching organizational risk management plan – a key component therein.

Yet risk management is not just for unforeseen ”disasters”, your risk management plan should also incorporate the optimistic – it is often the optimistic, macro events that leave your organization exposed – causing lost opportunities, decreased market share, or customer turnover.  Furthermore, we as HR business professionals must ensure that our risk management plan compliments our organizational threats and opportunities and not the reverse.  Here are some examples for you to consider – remember our task is to think (and act on) of the human capital-human resource impact from an organizational strategic perspective. 

1.  Impact of increased demand: Is your organization poised for an increase in demand or are all your plans considering a flat-line/zero-growth scenario forecast for the next few years?  How will your organization respond to additional manpower required to respond to increased demand?  Is the workforce trained and equipped to handle additional demand?   

2.  Impact of emergent competitor cutting into market share:  A hidden competitor emerges quickly with a product that has increased functionality or a well-rounded, responsive service offering.  You and your organization must respond.  From a human capital-workforce planning perspective what plan do you have in place?

3.  Business organization decides to divest or invest business unit/line of business:  Senior leadership is continuously asking (whether you are in the room or not): “Is this the business we should be in?” Or, “Is this a business we should consider?”  What is your plan for both scenarios?  What are the costs, change management, risk of failure for a proposed merger?  What is the downside and upside of executing a divestment/exit plan?   

4.  Brand Introduction/New Product Development (Early Green light):  There are times when acceleration of a product or a service offering/introduction may be required (See Point #2).   What contingencies does your strategic human capital-human resource risk management plan have in place for such a scenario?  We all know the reasons for accelerated introduction, but how many of us are really prepared?  Some questions to ask in formulating your HR risk management plan: Do we have the required skills on-hand (skill-set inventory)?  What changes/updates must be made within our recruiting efforts?  Is the workforce training and development plans sufficiently developed to ensure that the workforce within the line functions can support early introduction of the product/service offering?

5.  Increased/Decreased footprint in overseas/global market.  The joint venture migration is ahead of schedule, or on a not so optimistic note, there is a need to exit a market sooner than expected.  Have you engaged and developed an exit strategy that meets the organization’s accelerated growth plan or exit strategy?  Every time I think of this detail, I think back to Mr. T in Rocky 3 when he was asked what his back-up plan for beating Rocky was.  Mr. T famously replied, “Don’t need one.”  However, you do.  Ensure that you have considered and developed a plan for an increased or decreased presence in overseas/global markets.

These are just some of the business scenarios you should be thinking about when developing your HR risk management plan.  See, it’s easy to develop for contingencies when your contingencies fit in a neat box during a planned meeting that looks for highly probable-high impact scenarios.  But one thing our current business environment has taught us is that the only predictable event is the one for which we did not plan. 

Finally be strategic about your risk planning.  Ensure that your risk management plan has a top-down perspective and is not developed with what you hope happens or can best plan for from a functional perspective.  In other words, ensure that it aligns, but takes into consideration, that which is unseen/not forecast, or detours your organization for better or worse.  Your risk management plan should be proactive, supplement the organization’s risk management plan (supplementing line risk management planning where appropriate), and rigorously consider impact (both positive and negative).

In addition to what we are getting right, there are businesses that KNOW that a key differentiator from a good business (or a business at all) to a great business is to recognize, embrace, and implement key effective HR practices – that directly contribute to the bottom line.

Furthermore, businesses both large and small, make it point to focus on the bottom-line contributions that HR brings.  HR Magazine (September 2006) states that “Small businesses that invest in formal employee selection, management and retention strategies see direct, quantifiable results on the bottom line.” This insightful article concludes with a powerful quote by Christopher Collins, associate professor at Cornell University and conductor of the study: “. . . we’ve proven that specific human resources strategies have a meaningful, and statistically significant impact on small business financial performance.”

One of my favorite works, “The HR Scorecard” (Becker, Huselid, Ulrich) – the almost timeless classic – unearth findings still relevant today, seven years after its publication.  This formal study provided a framework for companies to implement bottom line HR strategies by highlighting the studied companies financial performance (those that got it right and those that didn’t), making the case for implementing the right mix and relevant HR strategies, which have proven to play an invaluable role in their financial success.

So the question in my mind is not, “Will HR find its way?” Or, “Will HR finally get it right”.  Nor should the HR professional, in my opinion,  continue to question what is more cliche than true.  The fact is that we are valued business partners; the organizations that get it right in terms of financial performance and long-term business success prove to us that we are getting it right.   We, as HR professionals, and the accompanying-relevant strategies that we bring to the table are entrenched in the fabric of the most successful companies, both large and small.  The question (or statement, depending on how it’s vocalized) is: “Does YOUR organization value the role of HR?”  The follow-on question I have for you is: “What are YOU doing to ensure that this continues (or starts) to be the case.

Various tools (to include Web 2.0) are enablers, which allow HR professionals to share best practices and give informal case studies on what is working (or not working) for their organizations.  It is now common wisdom that strategic (and functional) success comes in the form of an effective HR structure, aligned within your organization’s strategic framework.  If your HR practices point toward improving only HR effectiveness, can you blame your organization for not listening?  However, if you point to the specific benefit that your organization derives in a key business, bottom line method then backs straighten, conversation-dialogue takes place, executable plans are developed, and our prized and loved profession participates in key business activities to include formulating, communication, and executing our relevant roles within the larger, overall business strategy – if not, than it’s not the function; it’s the culture of your organization and if you haven’t made your case by now within it . . .competence, role-focus, openness should come to mind.

So instead of laying out “guidelines” and “what-to-do”, let me say what we’re doing right (what-to-continue to-do):

1) Continue to build upon the HR infrastructure and framework that you have tirelessly worked on.  That framework you’re building upon is consistently answering the questions that include “What metrics and measures provide the necessary analytic/data that drive key business decisions?”

2) Continue making the case for workforce planning and development.  If there is a business outcome that links to workforce planning, continue making your case, even if it sounds redundant.  Believe me, your counterparts don’t have a problem in making a consistent and oft repeated case.

3) Continue to be prepared by having expert insight into various scenarios on business decisions/proposals.  We need to continue to have the impact, trade-offs, pros and cons of scenarios that face our organizations in both the short and long-terms.  This scenario-based planning can be directly related to our function, such as the impact of hiring freezes, implementing-offering “voluntary turnover” packages/incentives, revising sourcing strategies, or actively recruiting in local or national labor markets.  Or the insight can be indirect such as decisions to expand product lines, expand (or contract) R&D, prepare for divestment of business unit/line, etc.  Whatever the scenario or proposed action – continue to be prepared.

4) Continue to communicate as a key change agent.  Even organizations where change occurs on a more slow-paced scale (read incrementally) are experiencing change.  Continue to embrace your role as an invaluable agent of change.  Continue to drive the relevant messages through your organization while pushing the communication up (feedback), pushing the communication down (objectives, goals, policies, etc.), and spreading it all around (key internal/external stakeholders).

5) Finally, continue to focus on service delivery.  Whether you are making relevant and smart use of enabling technologies such as ERP, self-service applications-software, or SaaS, your ability to continue to focus on delivery of HR services are and will remain critical.  Keep it up!  These enabling, technological tools will continue to grow as a whole and mature individually.

So HR professionals, give yourself credit.  For every argument you hear that we are not doing enough or we are missing the boat yet again, realize that (a) our profession has made considerable in-roads since the heyday of introduction (early 20th century and our days of being the “Personnel Department”); (b) the most effective companies get it – it’s not always about you – sometimes it’s actually the perception of your function or the wiliness for your company to realize the valuable role HR plays and contributes to business success (and survival), and (c) you are the reason that we are gaining interest and have become a very creditable profession – because you have demonstrated the ability to show inside and outside  your organization, that HR is a critical business function and deserves credit.

Anytime you doubt anything in this post, I want you to ask yourself? “What other profession do I want to be a part of?”

Is HR the answer?

I thought so.

Any middle-ground has no significant impact.  Many of us can personally attest to this research in the real world as  organizations either put the thumb on us as merely daily tacticians or those that let us flourish.  Here is a time for us to flourish. Before revealing the Five Activities that we, as HR professionals, should be considering-undertaking, I want to share this observation:  A serious lack of judgment, conscious or not, is occurring each and every day amongst us as HR professionals that has potential dire consequences (or at least significant) to our organizations, which can set-up our organizations (and ourselves) up for failure – in some areas. As reported in the January issues of HRMag, EEOC complaints are up, training budgets are down, and complaints will be thrown our way from every angle from recruiting to talent management to outplacement and employee assistance.  These complaints will continue to rise in my view for a couple of compelling reasons: Displaced professionals are frustrated; organizations are forced to deliver on service-product quality while in many cases reducing their workforces, and employees are tense, angry, and maybe feel guilty about surviving when family members are being laid off/”right-sized”.  Of course the phrase: “It’s that dang HR function!” should be ringing in your head, for it surely will come from the mouths of many.

What can we do during these times?  Here are 5 activities that I recommend:

1) Know the business strategy and short-term plans, and how HR impacts its functional counterparts in achieving the objectives of strategic-tactical (survival) planning.  Depending on your level in the organization, the depth of your access may be limited, but at the very least find out what you can.  The reason that this is so important is because this is where you can start to develop or refine your organizational HR goals and strategies to meet our current economic climate. And no matter the function, it is going to involve, in some way, the organizational workforce.  Your relevant access to the business short term-tactical and long-term strategic goals can insure that you remain abreast of the HR/organizational opportunities, threats, strengths, and weaknesses with a goal of being engaged and poised to answer: “What does this mean to our workforce?”  Be prepared to partner with all of your key functional counterparts.  Keep your thought process strategic, yet focused.  The end-result of this goal is to think about what it means to the existing and potential workforce.

2) Review Organizational Job Requirements/Job Description: I have “tweeted” this with my fellow HR professionals.  I sincerely believe that a good number of EEOC/AA/ADA lawsuits will originate because of unclear or irrelevant job descriptions that are not BFOQ for the organizational positions – a gap between KSAs required for the position versus an idealistic interpersonal candidate based upon personal perceptions and “wish list” skills.  The intentions are noble on the surface: Receive a qualified pool of applicants with an ideal skill set in a local labor market; however, the end result is going to be litigation in many cases – I can assure you.  What you can do is ensure that your line manager counterparts adhere to job requirements, so as not to be blindsided by frustrated employees/potential employees that will challenge the job requirements as being essential.  Do not think for one second that your organization will not be challenged during these challenging times.  Instead, expect it and be proactive.  The precedents of organizations that ignored this are of course beyond the scope of this post, but conduct your own research, reviewing SC,  CC, or even your own organization’s legal cases for those that ignored this activity at their own peril.

3) Review and Participate in Your Organization’s Outplacement/Employee Assistance Program Services.  Whether this is an internal function or outsourced, you need to take the time to participate or observe your organizational outplacement and employee assistance program services.  There is a flurry of HR legislation that is going unnoticed (or not being noticed enough) because our plates our full.  Ensure that transitioning employees are aware of legislation that impacts their benefits to include recent amendments do the FMLA and ADAAA.  Also insure that you (or the person you designate) personally observe these critical services as if you are receiving the benefit of the information provided.  Are job search strategies reflective of the latest trends?  Are you conducting robust mock job interviews?  Are employees aware of the hidden job market?  In addition, evaluate to see that information being provided reflect recent changes that have impacted benefits, for example HIPAA and COBRA.  Keep a keen eye on individuals that may fit the new broader definition of an individual with a “disability”.  Finally, what transition coping skills are your assistance and outplacement services providing?  Are alternatives to current career paths being discussed?  The list can go on-and-on, but you get my point.

4) Ensure that succession-replacement planning IS REALLY initiated and/or continues.  Succession planning is well understood in concept yet practiced very little in execution.  If there was ever a need to execute a robust and well-thought out succession plan, now is the time.  Succession planning is not about trying to make your plan fit in an HRIS requirements-delivery structure within COTS/SaaS modules.  It is about insuring your organization has a plan to develop internal talent to meet future HC requirements projected to deliver on strategic objectives – remember HRIS is the enabler not the driver.  That’s it.  It’s not as complicated as many make it out in theory.  Yet, it does involve work (serious work).  It requires that we know the business plan of our organization and take a hard look at our internal talent pool and formulate ways “to grow the workforce” to meet the requirements of our organization.  What I challenge each HR professional involved in this process to do (or at least think about) is – dig deeper than the top tier.  Our new economy will force people out of their comfort zone to stay competitive.  If we take a moment to unearth the benefits to our organizations by developing robust succession plans that reach deep into the organization, we build loyalty and create (or at least stabilize) buy-in.  When the workforce sees/feels/observes their organizations developing and nurturing their skill-set to meet organizational requirements – well, let’s just say there is enough empirical evidence to support the impact on productivity and reduction of involuntary turnover.

5) Review organizational training-development planning. We, as HR professionals, are well aware that a workforce reduction does not equate to sacrificing quality and customer service thus training and developing the workforce should still be at the top of your list, making the case for this common “HR Driver” to be put under thorough review.  Too many organizational leaders make the argument that fiscal disbursement will be focused on key activities and line managers (and us in our eagerness to ensure we are seen as “business oriented”), get to cutting without a through review of how the cuts will impact on the very thing we are trying to deliver in most cases – efficient and effective customer service and/or increased readiness to stakeholders.  The step to remember here is for us to measure the impact of a training reduction in quantifiable measures and costs.  If cutting a program outweighs the benefit of the training taking place, then it should be considered for discontinuation in the short term.  If however, the benefit of the training received outweighs the benefit of discontinuing training then the case must be made to senior leadership to possibly continue the training.  As obvious as this may sound, many of us do the tried and true method of cutting training across the board, often handicapping development and training activities that will see us through these lean times.  Yes, it requires work and does have to be stated within a business context, but this is one of our many exciting roles: To ensure that critical training is conducted in innovative, cost-effective methods despite (yet keenly aware) of the economic climate.  There are several innovative ways to deliver training that you keep that one may want to consider (again beyond the scope of this post).  A couple – I can’t help myself  on something this important – worth mentioning that can increase confidence and build buy-in: Appoint internal consultants to conduct training  where outsourcing may have occurred OR designate that core training be updated employing innovative collaboration tools (Wikipedia style) via peer platforming.  There are several ways to keep it cost effective, but on the table if need be. In the end, these activities are not all inclusive or exclusive.

The point of this post is to ensure that we are continually thinking from a business context, both in the short and long-term, about ways to increase our organizational effectiveness within the stark reality of our current economic climate .  Next, we must remain proactive and take the value to the organization vice our counterparts or supervisors requesting that we “show them the money.”  Take advantage of this challenging time to ensure that we, as HR professionals, continue to shine.

In reflecting, I thought about some of her advice to me while growing up and it’s applicable to all HR professionals (my opinion).  Here it goes (Note: My Grandmother grew up in the country.  Her advice is based on lessons handed down.  Her quotes below are not edited for grammar – but presented as exactly as she said them to me – ain’t that nice):

*”Whenever you deal with a person, let them know what you are thinking!”: How many times are we reminded that feedback is important throughout an organization as well as on a professional-personal level.  Rather undertaken a change management initiative, or communicating to one of our employees – don’t leave people guessing about where they stand.  Be honest, truthful, and professional when providing feedback during a performance appraisal review.  Ensure that the organization knows how HR measures up against strategic goals and your developed metrics-measures; communicate the reasons why the organization is undertaking the IT/HCM initiative, and relay the actions being taken to help reduce workplace mishaps.

*If you have an obligation – meet your obligation.  If you can’t, tell em’ why, and say when you can!”  As HR/business professionals, no one is immune from having competing tasks.  But there is a problem among some HR/business professionals that management will somehow figure it out.  Or there is that person waiting to find out the details of a benefit waiting on your advice and expertise, so they can make an important decision.  If you’re lucky, you can get buy with an explanation.  That’s if you’re lucky.  The bottom-line: If you have competing priorities that will force you to delay a prior commitment/obligation, don’t assume that someone can read your mind.

*”Sometimes you get what you pay for.  Sometimes you get more and there will be times you get less!“  This is one of her axioms that I think about often.  How many occasions have we selected or recommended a vendor with the utmost confidence that they will deliver only to fall short of project-program requirements – one instance happened just recently in an organization that I am very familiar with.  This particular vendor promised the world, drew up a compelling RFP, was awarded the bid – just to fall short.  The result: The approval for the replacement vendor moved up to the next level in this organization.  Losing the confidence of senior leadership doesn’t have to happen, if you ethically and accurately communicate on what you can deliver and meet the specifications (exceed if possible) of your client.

*You can’t force the fit -umph, don’t even try!“  Undoubtedly true and one of my favorites.  This applies to so many areas, but one area that stands out is in our recruiting/job analysis-staffing roles.  Rather you are using a competency based or traditional job analysis – another post on that all together – we lead our organizations in this process because we are there to ensure that when it comes to staff-placing a person to the requirement that the “right fit” at the “right price” at the “right time” applies in practice.  This mindset in which we enter this important function is known by most HR professionals that have been around a while; however, in execution, we are often spend too much time thinking trying to fit a “square peg into a round hole.”  Then there are the department/organizational transfers that we try to force, only to set-up the prospective incumbent in our organizations up for failure (or at a minimum disappointment).  Having conducted many job-analysis in my professional career, we undertake this arduous and sometimes complicated process, as an example, to increases our chances of ensuring the right fit.  In essence, we are tasked to ensure HR processes fit the strategic organizational goals and objectives.

*”The truth is always the best way to go!“  My grandmother drilled this into my head on a persistent basis.  However, many get into the habit of stretching the truth.  “Yes, we can meet the deadline;” or “Yes, we did a thorough investigation and the report will show that.”  Only for our fellow professionals to experience a missed deadline has past, or for the safety committee to review a report that was not well thought out or thorough as stated.  It happens at the senior levels of the organization and it has happened recently (there is no need to revisit Enron, we can observe companies/individuals today misstating income, or committing painstaking fraud on behalf of other individuals, such as the case with Bernard Madoff.)  Many view untruths by walking the thin line that often occurs between what is legal and what is ethical.  Only to present a less than truthful opinion or less than accurate account – wrong road to follow.

In the end, “real world” suggests that not all of my Grandmother’s advice is applicable. But her advice is at the least concrete.  It’s not “pie in the sky” talk nor is it theoretically based on research without implementation.  At a minimum, it is practical and sound – and can be applied today – right now from where you sit.

I love you Grandmother – thanks for giving me advice I can use!

“Phyllis, I need an updated candidate profile for Operations Manager, like yesterday!”

“I need you to explain to me why you need $80K more this year than you needed last year.”

“The consulting company called, they need to know the status of the RFP they submitted!”

You settle into your office, grab the first cup of coffee and here it comes:
“Staff meeting.  I know it’s not scheduled, but see you in five!”

That the life of a busy professional and a high-speed-low drag world of HR.  Senior leaders often want us to pull back only to put us right back into the tactical world of unscheduled activities and unplanned events.  What do you do?!

There is always simplicity in a world of confusion.

When you have a moment, go back and review the business and project plans (assuming they apply to you) to find out just what is your role in accomplishing those “strategic objectives.”  Ask yourself the question, “What is the best use of my time?”  Afterwords, update your schedule and events to ensure that the high priority objectives don’t get lost in a world of confusion (or tactics).

Next, think about this (and we don’t do this often enough): What can be done without me or who can do as good as a job (if not better) for tactical tasks that pull me away from strategic planning – yes, I am suggesting team play.  Is there a HighPos in your department?  Is there an Intern available?  Is there someone who has that “fire in their belly” and is just longing for a chance to be called?”  There is.  Find that person and put him/her front and center.

Here is where it gets really good (and fun) if you just try it:  Remember the phrase you learned in college or grad school, “Management by Walking Around.”  That’s right!  Walk around and get the vibe of the workforce.  Find out what’s on employees’ mind.  Don’t be shocked if you have to pick some people off the floor if your department is known for, “When something bad happens, there is HR.”  Have fun.  But here is the assignment: Talk about the goals of the organization.  Get a gut feel.  Draw into a conversation.  Find out how they feel about the current macro and micro economic environments and how it is impacting their work.  Are they optimistic?  Are they fearful?  How does it impact what you do?  Seek out your peers as well.  Talk to a line manager and get a feel of what’s going on in their department.  You are HR and you provide a valuable role.  Go over a piece of equipment and how it works.  Observe risks in the manager’s world that you can talk about.  Discuss high performers and problem employees – in a generic sense.  Now after you pick that person off the floor, go back to your office, reflect, and write down some observations.

You will probably note that some things need to be readjusted, but most importantly, you will be refreshed on why you are where you are – the prized and important HR professional.  If all goes well, you have accomplished the following:

a.  Taken a step back to see how your role fits into the organization;

b.  Shown a commitment to learn more about what’s on the mind of employees and your professional peers;

c.  Talked about where the organization is going and observe how your “change agent” role can benefit the organization;

d.  Become flooded with a host of ideas and thoughts that tie into every major component of your job (yes, even if you are a specialized professional) that will help you refine your work activities – not put more on your plate.

Whenever I have the pleasure of working at the senior or mid level at an organization, I am always pleased by how refreshed and rejunivated about what my role and goals for the organization are.  Every single person in the organization is important (or should be).  Their jobs/careers play a role in what the organization accomplishes and how it is accomplished.  Your role is to facilitate the “people” side of the equation to help your organization and its employees meet their goals and objectives.  But just as important, get something done.  Don’t leave a bunch of untidy projects and tasks and go to the quarterly meeting with nothing done.  Get er’ done and make it happen.  Now doesn’t it feel great!

2. Pick out 5-10 HR Books to Read and/or Listen to via Podcasts/CDs.  By reading, you are setting your mind up to receive secondary information on a consistent basis that will prove to be useful in your career.  By staying current in your readings, you immediately can apply your knowledge in new and innovative ways with some original self-thought.

3.  Find a Mentor.  By working with someone you admire, trust, and in some cases wish to emulate, you grow both personally and professionally.  No matter what your role is in the organization – every one should have a mentor.  Think of innovative ways to find mentors – there are many Web 2.0 tools out there and not all mentors have to be in your area.  Also, not all your mentors have to be living.  Peter Drucker is one of my mentors and I have never met him.  Caution: If your mentor is not with us in this life, ensure you also pick a living mentor as well.

4.  Evaluate Professional Role.  By evaluating your professional role in your organization, think about how it interacts with other functions, projects, divisions, department, etc.  Think about your contribution to the bottom-line, readiness, or delivering critical social services.  Through evaluation comes pride and maybe even a sense of renewed loyalty.

5.  Take a Course and/or become Certified.  The reality of today’s job market (and it will be forever changed) is that competition is tight.  By becoming certified, you are showing your employer that you take your role and your profession seriously.  Review the education and development benefits of your organization and take advantage of those benefits.  If you don’t have benefits that cover personal-professional development, think of other  ways you can pay for your development.  I have paid for my self-development on many occasions, but in the end I am always glad I did.

6.  Volunteer for a Worthy Event or Cause:  This tip is good for you and your organization.  By volunteering for a cause or event that is important to you and others, you receive a large sense of satisfaction and gratification.  It will feel good, be relevant and worthy, and is of course good PR for your employer.  You will find that there is something special about contributing to causes larger than yourself!

7.  Join a Professional Organization. By joining professional organizations, you receive tremendous value at modest costs (in most cases).  As an added bonus – some employers are even willing to pay for your membership.  Your employer knows the value that they receive in return.  By joining, make a commitment to become active.  If you are already a member of a professional organization, ensure you are active.  Volunteer for an officer position.  And finally, if you are an officer and active, mentor new members quickly.

8.  Find a Uncomfortable Activity and Do It!  This is one of my favorites because it keeps you on edge (in a good way).  If you have a fear of speaking – join Toastmasters.  If you have a fear of project management, join PMI and learn project management.  If you fear speaking up in staff meetings – speak up and let your voice be heard.  Stretching outside your comfort zone, inspires and contributes to growth.  Those old fears become new competencies.

9.  Set 5 BIG Professional-Personal Goals.  By setting goals you are – in the words of Brain Tracy – setting laser beam focus on improving your life and the lives of others.  The best thing about setting goals is that your mind does not discriminate between large goals and small goals.  So in the words of Donald Trump, “If you are going to be thinking anyway, you might as well think big.”

10.  Never Give Up.  If you are seeking a better paying job – go for it!  If you have a book on the back burner – write it.  If you want that promotion – tell someone.  If you are unemployed, but know in your heart you have talents that need to be shared – pick up the phone and ask for business.  Never – Never Quit!  Never give-up and tell people what you want.